Event administration 337 Booking and administrative procedures When the client is ready to make a booking a file is opened; this can be hand-written or computerised depending on the establishment. The file will contain the client’s details and will be used to hold all the requirements for the particular event, as well as all correspondence sent and received. At the meeting when the booking is confirmed an event booking form will be completed. The basic information that is recorded is shown below. ◗◗ Date and time of event (including access and clear down times). ◗◗ Client details. ◗◗ Type of event. ◗◗ Location of event within the establishment. ◗◗ Food and beverage requirements. ◗◗ Service methods. ◗◗ Expected number of people attending (and confirmation of final deadline for actual numbers attending). ◗◗ Table plan. ◗◗ Price being charged (e.g. inclusive or per head). ◗◗ Inclusive or cash bar and wines. ◗◗ Provision for guests with special needs. ◗◗ Additional charges for equipment hire, etc. ◗◗ Contractual requirements (deposit payments, payment in advance, etc.). The requirements for a function will depend upon the nature of the event and it is useful to have a checklist of these. In addition to the information listed above, the following might also be considered: ◗◗ overnight accommodation ◗ band, cabaret, dancing (and meal ◗◗ list of toasts requirements) ◗◗ date for final inspection visit by ◗ photographer client ◗ place cards ◗◗ floral decor for the tables, rooms, ◗ special liquor licence reception area and button holes ◗ music, dancing or entertainment ◗◗ colour of linen if able to offer a licences choice ◗ sign-posting ◗◗ telephones ◗ seating plan ◗◗ security ◗ car parking ◗◗ lectern ◗ private bar facilities ◗◗ marketing ◗ cloakrooms ◗◗ secretarial facilities ◗ cancellation policies ◗◗ toastmaster ◗ weddings – time of service, due ◗◗ audio-visual equipment arrival time at venue, who is ◗◗ syndicate/breakout/interview providing the wedding cake and ◗◗ rooms stand. An example of a summary of the administrative procedures for events is given in Figure 11.2.
Chapter 11 338 Events If you receive an enquiry Per letter Check diary Per telephone Write down all details on enquiry form Check diary If fully booked,o er If available If available If fully booked,o er alternate dates alternate dates If not acceptable, regret If acceptable If acceptable If not acceptable, regret Send letter of regret Pencil in date in diary Send letter of regret and le under ‘regret’ Send letter ‘reply to enquiry’ and le under ‘regret’ Send letter ‘please con rm’ A er one week, le in ‘awaiting con rmation’ unless an old le already exists If response is negative, cancel in diary If con rmation is received, ink Send letter ‘sorry you cancelled’ and le under booking into diary and open le ‘cancellation’ (cancellation le to be classed into types of function and used by sales department for follow up when needed) Write out function booking sheet and book all extra requirements Update as more details become available Include party in forward function list (If list is already issued, send out ‘additional booking form’) Distribute function sheet two weeks in advance Con rm nal numbers three days in advance and inform head chef, porters and head waiter On the day before: meeting of banqueting etc. managers and heads of department One day in advance: issue table room plan On the day: check last minute changes. Head waiter to advise o ce in writing of numbers booked and actual numbers On the day a er: invoice to be handed to the banqueting function co-ordinator plus function checks from: manager, head waiter, bar man; checks from ower shop; charges for audio/visual; charges for security and other charges. Used to compile and complete function account
Event organisation 339 (Bottom copy led on function le) Top copy and le passed to control for checking Bill to go out same day with accompanying letter O ce to send out letter ‘see you again’ Provisionally booked (pencil date in diary) If compliments are Compliments and Query only received, If complaints are received, send letter queries, send letter send letter received, send letter ‘Query’ ‘Kind remarks’ ‘Points raised’ ‘Complaints’ Account queries Administrative director, P.A. to banqueting manager (query pinned to le) Banqueting function co-ordinator Recorded by accountant Enquiry made with relevant department Reply to client ‘account query’ File Figure 11.2 Summary of event administrative procedures ●●11.4 Event organisation Event menus There should be a varied choice of menu within a wide price range, with special menus available for occasions such as weddings, twenty-first birthday parties and New Year’s Eve. The number of courses at a banquet is normally four, plus beverages, but can be many more, and often include: ◗◗ hors-d’oeuvre or other appetisers ◗ sweet ◗◗ soup or fish ◗ coffee or tea – with a selection of ◗◗ meat /vegetarian – with a petits fours. selection of seasonal vegetables This approach is generally popular, but extra or alternative courses such as entrées, cheese or savouries may be added. The sequencing of courses is detailed in Section 4.2, p.90.
Chapter 11 340 Events Wines The banqueting/event wine list is often smaller than the main wine list of an establishment but usually contains a selection of good wines from the main wine list. Wines may be inclusive with the meal or on a cash basis, the money being payable to the sommeliers who may work on a float system. Very often the apéritif served before an event is also inclusive with the meal but if not, there may be a cash bar set up in the reception area. Service methods in event catering For events the service method may take any of the following forms (see Section 1.5, p.15 for definitions of service methods): ◗◗ silver ◗ family ◗◗ plate ◗ assisted service. ◗◗ self-service The type of service method chosen is usually determined by the: ◗◗ host’s wishes ◗ food and beverages to be served ◗◗ equipment available ◗ time available for the function ◗◗ type of function ◗ skills of the service staff available. ◗ foods and beverages to be served Formal seating arrangements Of the total number of people attending an event it must be determined how many will be seated on the top table and how many on the sprigs, round or oblong tables that make up the full table plan. It must be known whether the number on the top table includes the ends of the table, and in the UK care is normally taken to avoid seating 13 people on this table. (Other cultures may observe different numbers as being unlucky.) All tables, with the exception of the top table, are numbered. Letters of the alphabet may also be used for the table designation rather than numbers. The table numbers themselves are usually on stands of such a height that they may all be seen from the entrance of the banqueting room, the approximate height of the stands being 75 cm (30 in). After the guests are seated, and before the service commences, these stands are usually removed. However, if they are left on the table then they can provide an aid to the sommeliers when checking for cash wines. Table seating plans It is common now for table seating plans to be produced in two main ways: 1 An alphabetical list of the people attending, giving an indication of the table, or location on a sprig, where the person has been seated. 2 A listing of the people attending by table, showing all the people seated on a particular table or section of a sprig. Before the event a copy of each of the two types of table seating plans are made. These go to the organiser before the event so that they may check all necessary arrangements.
Event organisation 341 Finalised plans are then prepared for: ◗◗ The guests: the table seating plans should be placed in a prominent position in the entrance of the banqueting suite so that all guests may see where they have been seated, the position of their table in the room, and who else is sitting at the same table or section of a sprig. ◗◗ The banqueting/events manager: for reference purposes. Table layout The type of table layout used for a particular function will depend upon a number of factors, including the: ◗◗ organiser’s wishes ◗◗ nature of the event ◗◗ size and shape of the room where the event is to be held ◗◗ number of covers attending. For the smaller type of event a U- or T-shaped table may be used. Where the luncheon or dinner party is more formal there may be a top table and separate tables (round or rectangular) for the various parties of guests. When an event is booked, careful consideration should be given to the type of table plan used, as the widths of covers, gangways and size of chairs will affect the space available. It is important to allow a reasonably comfortable seating space for each guest and, at the same time, to give waiting staff sufficient room for the service of the meal. The gangway space must be sufficient for two waiters to pass one another during the service without fear of any accident occurring. The general considerations for table spacing are described below. ◗◗ Minimum space between sprigs should be 2 m (6 ft). This is made up of two chair widths (from the edge of the table to the back of the chair (46 cm or 18 in)) plus a gangway of 1 m (3 ft), allowing each waiter sufficient passing space: total of 2 m (6 ft). ◗◗ Table widths are approximately 75 cm (2 ft 6 in). ◗◗ The length along the table per cover should be 50–60 cm (20–24 in). ◗◗ The space from the wall to the edge of the table should be a minimum of 1.4 m (4 ft 6 in). This is made up of a 1 m (3 ft) gangway, plus one chair of width 46 cm (18 in). ◗◗ The height of the chair from the ground will vary according to the style and design, but is approximately 46–50 cm (18–20 in). ◗◗ The length of the table used is generally 2 m (6 ft) but 1.2 and 1.5 m lengths (4 and 5 ft) may be used to make up a sprig. ◗◗ Round tables are 1.0, 1.5 or 2 m (3, 5 or 6 ft) in diameter with the appropriate extensions. ◗◗ Suggested area allowance for sit-down functions per person is approximately 1.0–1.4 m2 (12–15 sq ft); for buffets the allowance is 0.9–1.0 m2 (10–12 sq ft). Examples of banquet/event layouts Top table and sprigs Event for 110 covers: 15 guests on top table; 3 sprigs required. Dimension of room 5 18 m (60 ft) long by 11 m (36 ft) wide.
Chapter 11 342 Events Method of working 1 Length of table required for top table: 15 guests 3 60 cm (2 ft) cover width 5 9 m (30 ft) or 5 3 2 m (6 ft) tables. 2 Number of covers on each sprig: 110 covers – 15 covers on top table 5 95 covers 95 covers 4 3 sprigs 5 sprigs of 32, 32 and 31 covers Therefore, each side of a sprig will have 16 covers, except one, which will have 15 covers. 3 Length of sprig: 16 covers 3 60 cm (2 ft) cover width 5 9.7 m (32 ft) or 5 3 2 m (6 ft) tables. 4 To check if three sprigs may be fitted on top table: 3 sprigs 3 75 cm (2 ft 6 in) (width) 5 2.25 m (7 ft 6 in) 2 gangways 3 1 m (3 ft) (width) 5 2 m (6 ft) 4 chair depths 46 cm (18 in) 5 2 m (6 ft) Total 5 6.25 m (19 ft 6 in) Thus, there is plenty of room (see Figure 11.3). Top table of 15 covers 16 covers 16 covers 16 covers 16 covers 16 covers 16 covers Gangway 75cm Gangway 75cm Gangway 75cm Gangway 1m 2.87 m 2.87 m 1m 10 m Figure 11.3 Top table and sprigs This layout also allows for five extra covers in case of emergency. These are located: 1 either end of the top table 5 2 1 either end of the sprigs 53 Total 55
Event organisation 343 A similar plan could be developed to make the layout more compact, for use in a slightly smaller room. It would it be possible to get four sprigs on a 9 m (30 ft) long top table. 4 sprigs 3 75 cm (2 ft 6 in) width 5 3 m (10 ft) 3 gangways 3 1 m (3 ft) width 5 3 m (9 ft) 6 chair depths 5 46 cm (1 ft 6 in) 5 3 m (9 ft) Total 5 9 m (28 ft) Four sprigs would give a more compact layout and bring everyone closer to the speakers on the top table. This alternative plan allows for 12 covers on each side of the four sprigs and additional seating at the top table ends and sprig ends if required. Top table and round tables Event for 110 covers: 15 guests on top table, 95 covers on round tables. Dimension of room 5 18 m (60 ft) long by 12 m (36 ft) wide. Note: When using round tables it is first necessary to calculate the number of covers that could be seated at round tables of different diameters. In all cases it is necessary first to calculate the circumference of the round table. This is done by multiplying the diameter measurement of the table by pi (π) (where π 5 22 4 7). Therefore, circumference is the diameter of the table 3 22 4 7. A cover would normally require 60 cm (2 ft) width on the circumference of a round table. The calculations for 1 m, 1.5 m and 2 m diameter tables are as follows: Circumference of a round table 1 m (3 ft) in diameter: 1 m 3 22 4 7 5 3.1 m Number of covers available per round table (allowing 60 cm (2 ft) per person): 3m 4 0.6m 55 Therefore the number of covers will be 5 per 1 m diameter round table. Circumference of a round table of diameter 1.5 m (5 ft): 1.5 m 3 22 4 7 5 4.7 m Number of covers available per round table (allowing 60 cm (2 ft) per person): 4.7 m 4 0.6 m 5 7.9 Therefore the number of covers could be up to 8 per 1.5 m diameter round table. Circumference of a round table of diameter 2 m (7 ft): 2 m 3 22 4 7 5 6.3 m Number of covers available per round table (allowing 60 cm (2 ft) per person): 6.3 m 4 0.6 m 5 10.5 Therefore the number of covers could be up to 11 per 2 m diameter round table. Method of working 1 Length of table required for top: 15 guests 3 60 cm (2 ft) cover width 5 9 m (30 ft) or 5 3 2 m (6 ft) tables. 2 Number of round tables required: 110 covers – 15 top table covers 5 95 covers to be laid on round tables. Assuming using tables all same diameter (1.5 m/5 ft), i.e. 8 covers per table. Number of tables required is 95 covers 4 8 covers per table 5 11.875 tables. Therefore 12 tables will be required (11 3 8 covers and 1 3 7 covers).
Chapter 11 344 Events 3 To check if the tables will fit in the length of the room (i.e. 18 m (60 ft), as per the table plan: For top table: Gangway behind top table to wall 5 1 m (3 ft) Top table chair depth 5 0.46 m (1 ft 6 in) Top table width 5 0.75 m (2 ft 6 in) Gangway below top table 5 1 m (3 ft) Total for top table 5 3 m approx (10 ft) For round tables: 5 1.5 m (5 ft) diameter Round table diameter 5 1 m (3 ft) Chairs depth 3 2 per table 5 1 m (3 ft) Gangways (allow below each table) 5 3.5 m (11 ft) Total Total for round tables 3 4 5 14 m (44 ft) walls 12 m Top table of 15 covers 2m 8 covers 8 8 walls 18 m 88 8 88 8 7 Diameter 8 1.25 m Figure 11.4 Top table and round tables
Event organisation 345 Total length required 5 3 m (10 ft) for top table plus 14 m (44 ft) for four round tables 5 17 m (54 ft). The length of the room is 18 m (60 ft) so the proposed table plan fits. 4 To check if the tables, as per the table plan, will fit in the 12 m width of the room: 3 round tables each 1.5 m (5 ft) diameter 5 4.5 m (15 ft) 6 chair widths each 0.46 m (1 ft 6 in) 5 3 m (9 ft) 4 gangways each at 1 m (3 ft) 5 4 m (12 ft) Total 511.5 m (36 ft) Thus the table plan will fit within the 12 m width of the room (see Figure 11.4). Clothing up The minimum size of banqueting cloths is 2 m (6 ft) in width by 4 m (12 ft) in length. They are available in longer lengths, for example, 5.5 m or 18 ft. These cloths are used on top tables and sprigs, thus often avoiding the necessity of overlapping of the cloths that will occur when smaller-sized tablecloths are used. The front edge of a top table tablecloth should always touch the floor and the ends should be ‘boxed’ (see Figure 7.1, p.242) to facilitate the modesty of the top table guests and neatness of the table’s appearance. When laid, the centre crease should run straight down the centre of the table, with the overlap the same all round the table. All cloths should be in the same fold and have the same pattern. Any overlap of cloths should face away from the main entrance so that the join is not visible to the guests as they look down the room on arrival. When laying the cloth it may require three or four waiters to manipulate it (depending on size), to ensure it is laid correctly, with the minimum of handling, and without creasing or becoming dirty. For round tables square cloths are often used. The cloth will normally be 1.4 m larger diagonally than the diameter of the table. This is to ensure a maximum drop of 70 cm where the cloth hangs lowest (at the four corners of the cloth) and a minimum drop of 20 cm where the cloth hangs highest (at the centres of the four edges of the cloth). The calculation for this is made as follows: Diameter of table plus the maximum drop each side of the table 5 diagonal measurement of tablecloth, corner to corner. For example, a 200 cm diameter table plus 2 3 70 cm maximum drop 5 340 cm. Therefore the diagonal measurement of the tablecloth corner to corner 5 340 cm. To find the size of the square cloth then the formulae is: Length of edge 5 √ (diameter² 4 2) For example: (340 cm diameter 3 340 diameter cm) 4 2 5 57,800 cm The square root of 57,800 cm 5 240 cm Therefore the cloth will be 240 cm by 240 cm. A cloth of 240 cm by 240 cm will ensure that: ◗◗ the longest drop will be 70 cm ((340 cm – 200 cm) 4 2) at each of the four corners of the cloth (so that the corners of the cloth do not touch the floor) ◗◗ the shortest drop will be 20 cm ((240 cm – 200 cm) 4 2) at the centre of each of the
Chapter 11 346 Events four sides of the cloth (so that the table will be covered where the cloth has the shortest drop). Using this approach for tables of 1 m, 1.5 m and 2 m the tablecloth will be as follows: Table Cloth size Longest drop at the four Shortest drop at the centre of diameter corners of the cloth the four sides of the cloth 1m 170 3 170 cm 70 cm 35 cm 205 3 205 cm 1.5 m 240 3 240 cm 70 cm 27 cm 2m 70 cm 20 cm Lay-up For table service of banquets and formal meals the preparatory tasks will be similar to those identified in Section 6.2, p.179. With pre-ordered menus it is normal to lay the table for the whole meal. The key factors to take into account are: ◗◗ lay-ups are normally based on the table d’hÔte lay-up (see Section 6.2, p.196) ◗◗ customers use the cutlery from the outside of the cover inwards ◗◗ glassware is normally laid at the right top of the cover and in order of use, usually with the lowest glass to the highest at the back ◗◗ some establishments will not lay for the whole meal – the sweet cutlery being laid at the time the course is to be served; or the glassware being put onto the table before the later wines are served ◗◗ often the tableware for beverage service of tea and coffee will be laid when these are to be served. Service organisation Traditional For formal events it is normal practice that the top table service staff always commence to serve/clear first. Therefore, the banqueting/events headwaiter will organise his staff so that, at a given signal, the top table service staff can commence to serve, immediately followed by all the other service staff. The banqueting/events headwaiter will not give any signal to clear a course until all guests have finished eating. All staff should leave and enter the room led by the top table staff and followed by the other service staff in a pre-determined order. This pre-determined order generally means that those staff with stations furthest from the service doors should be nearer the top table service staff in the line-up (see Allocating stations, p.348). Theoretically this means that, when entering the room, all service staff reach their stations at more or less the same time. Each member of staff then serves their own table using the pre-determined service method – either full silver service or a combination of plated and silver service. When deciding on the pre-determined order, another factor that should influence the final decision is that of safety. As far as it is possible, any cross-flow of staff and bottlenecks in their movement to and from the room should be avoided. Wave service Wave service can be used mainly when meals are plated, although some establishments also use this style of service organisation for silver service and other forms of service. It is a way
Event organisation 347 of saving on staffing for conventional service and/or speeding up service for plated systems. The term wave comes from the approach where tables are not served altogether but are served over a period of time, with individual guests on some tables being served quickly at one time before the service on other tables is started. There are two basic approaches to this: ◗◗ For both plated service and traditional silver service the staff from two tables next to each other will work together as a team. This happens throughout the room. The pair work together to serve one of the tables completely and then will assist each other to completely serve the other table. ◗◗ The alternative is for a larger group of staff to work as a team, serving one table completely at a time before going on to the next. This is especially useful when plated service is being used for the food. The resulting effect of adopting these approaches is that tables are served throughout the room, over a period, but with each individual table’s service being completed quickly. Wave service may also be used for events where guests are seated on a top table and sprigs (see p.341). In this case, sections of the banquet tables are served before moving to another section of the table layout. Carlton Club service Carlton Club service (named after the members’ club in St James’, London, where it was first used) is an enhancement of plated service. This is used for both restaurant table service and for functions. Members of the service staff carry two plates from the kitchen, one in each hand, with the hands crossed (which makes for steady carrying). On reaching the table one member of staff stands between each two guests. When a signal is given all members of staff bend forward, uncross their arms and place the two plates simultaneously in front of two guests, one plate to the left and one to the right. Care is also taken to ensure that the plated foods are placed so that the food items are consistently in the same position for all guests. Buffets There are three types of buffet: Finger buffets: the guests select and consume the food with their fingers. The food and beverages may be available at a buffet or on trays that are carried by the waiters. Usually napkins are also available on the passed trays. The room is organised to ensure there is ample space for the guests to circulate and that a number of occasional tables and chairs are placed round the room. These occasional tables may be covered with linen cloths and may have a small vase of flowers placed on them. Any dirties are then removed from these tables by clearing staff as required. Fork buffets: the guests select foods that are transferred onto a plate and they then eat the food using only a fork. In this case, the food should be of such a shape and size that this is easily accomplished. Glass holders are usually available which clip to the side of the plate, in which a wine glass may be secured. Napkins are also available on the buffet. The room organisation is similar to that used for finger buffets above. Display buffets: the guests select their food and then eat at a table. Here the guests approach the buffet at its various service points to select their requirements course by course. Most ancillary items may also be collected, if needed, at the buffet. These might include rolls,
Chapter 11 348 Events butter, sauces, napkins, tableware and the like. The guests then return to their tables to consume the different parts of the meal. The table layouts are similar to the standard banquet layouts. The clearing of the tables takes place in the same way as for formal banquets. Staff organisation The general considerations for service staff for events are given below. ◗◗ A waiter at a banquet is generally expected to serve between 10 and 12 covers on a station but this may be up to 20 depending on the service organisation (see above). ◗◗ A wine waiter will serve approximately 25 covers, but this depends on the type of event, the number of wines on offer and whether any wine is inclusive in the price of the menu or if cash drinks are being served. The wine waiters will also often assist the food waiters with the service of vegetables and sauces for the main course. ◗◗ The wine waiters may also be required to serve apéritifs at a reception before a meal. If so, they will be required to do the necessary mise-en-place to ensure the reception area is ready, for example, ashtrays (where allowed), cocktail snacks, setting-up of portable bar and polishing glasses. ◗◗ When cash wine and drinks are served the wine waiters are normally given a float with which they may pay the cashier or bar person as drinks are ordered and collected from the bar. The responsibility then rests with the wine waiter to collect the payments for any drinks served. Using white gloves In some establishments members of staff wear white cotton gloves when carrying out various preparation tasks. The gloves help to prevent the soiling of clean service items and also avoid putting finger marks on cleaned and polished service equipment. White gloves may also be used during service, instead of service cloths, when serving plated foods that are presented on hot plates. If white gloves are to be used then there must be a clean edge on the plate so that the food or sauces on the plates do not easily soil the gloves. Allocating stations When all the necessary mise-en-place has been completed and all the staff are assembled together, the stations are allocated to the waiters and wine waiters. More experienced and proficient members of staff are usually allocated to the top table. The waiters (brigade) should queue up in an orderly fashion at the hotplate for each course, with the waiter for the top table at the head of the queue. The various waiters or ‘teams’ then queue in order according to the distance of their station from the service hotplate. This order must be maintained throughout the service. After the service of each course the brigade should remain outside the banqueting room in readiness to clear and serve the next course.
Event organisation 349 Example of allocating stations, staff required and the order at the hotplate for a dinner of 84 covers (silver service) 12 covers on the top table and 24 covers on each sprig (12 on each side). Table requirements (see plan in Figure 11.5): Top: 4 3 2 m (6 ft) tables 5 8 m allowing for 60 cm (24 in) table width per cover. Sprigs: 4 3 2 m (6 ft) tables 5 8 m allowing for 60 cm (24 in) table width per cover. This will mean a total of 3 sprigs in all: 12 covers on each side. Stations will be: Top table: 12 covers 12 covers Sprigs: 6 3 12 covers 72 covers There will be 7 stations of 12 covers 5 total 84 (Ser vice doors) covers. For the plan given in Figure 11.5, the 1 order of staff at the hotplate, by station number, 2m will be: 1, 2, 3, 4, 5, 6, and 7. The staff for stations 2, 4 and 6 will enter the room through the service doors and proceed down the room to their right. The staff for stations 3, 5 and 7 will enter through the service doors and proceed down the room to their left (see the plan in Figure 11.5). Staff instruction/event sheets Staff instruction/event sheets are provided for each event. These sheets give detailed 6 42 35 7 instructions for all staff working on the event. Their purpose is to ensure that all the required duties are covered, that a particular event is laid Figure 11.5 Example of allocating stations and the order at the hotplate up correctly and everything is in order in the shortest possible time and to provide guidance to casual staff. Forms of address For all events, formal and informal, etiquette is very important and great care should be taken to ensure the correct forms of address are used to suit the occasion. At very formal events, royalty or other dignitaries may be attending as guests. Etiquette therefore demands a certain order of precedence when proposing and replying to toasts, and the correct mode of address should be adhered to. Table 11.1 gives some examples of the correct modes of introduction, address and place cards for both formal and social occasions. Note: ● F ormality is always followed on occasions involving members of the Royal Family. ● T he social forms of address are given for Peers, Baronets and Knights. For details related to more formal events, Debrett’s Peerage and Baronetage or Debrett’s Correct Form should be consulted. ● The Royalty listed in Table 11.1 are shown in order of precedence.
Chapter 11 350 Events Table 11.1 Precedence and forms of address Title Introduction Verbal address Place cards Royalty Monarch ‘His/Her Majesty the ‘Your Majesty’ and King/Queen’ subsequently ‘Sir/Ma’am’ Royal Prince ‘His Royal Highness, ‘Your Royal Highness’ and His Royal Highness, Royal Princess Prince …’ subsequently ‘Sir’ The Prince of … Royal Duke Royal Duchess ‘Her Royal Highness, ‘Your Royal Highness’ and Her Royal Highness, The Princess …’ subsequently ‘Ma’am’ The Princess … ‘His Royal Highness, ‘Your Royal Highness’ and His Royal Highness, The Duke of …’ subsequently ‘Sir’ The Duke of … ‘Her Royal Highness, ‘Your Royal Highness’ and Her Royal Highness, The Duchess of …’ subsequently ‘Ma’am’ The Duchess of … Peers, Baronets and Knights Duke ‘The Duke of …’ ‘Duke’ The Duke of … ‘Duchess’ The Duchess of … Duchess ‘The Duchess of …’ ‘Lord …’ Lord … ‘Lady …’ Lady … Earl ‘Lord …’ ‘Lord …’ Lord … ‘Lady …’ Lady … Countess ‘Lady …’ Viscount ‘Lord …’ Viscountess ‘Lady …’ Government members The Prime By appointment or ‘Prime Minister’ or by The Prime Minister Minister by name name ‘Chancellor’ or by name Chancellor of the Chancellor of By appointment or Exchequer the Exchequer by name ‘Minister’ or ‘Mr …’ Mr … Ministers By name The clergy ‘The Archbishop of ‘Archbishop’ (socially) His Grace, The Archbishops …’ ‘Bishop’ (socially) Archbishop of … Bishop ‘The Bishop of …’ The Bishop of … Local government Lord/Lady By appointment or ‘My Lord/Lady Mayor’ or The Lord/Lady Mayor Mayor appointment and ‘Lord/Lady Mayor’ name The Mayor of … ‘Mr/Madam Mayor’ Mayor By appointment or The Mayoress of … appointment and ‘Mayoress’ or if a man or if a man Mayor’s name Mayor’s Consort or by Consort or by name name Mayor’s Consort By appointment or appointment and name
Event organisation 351 The Loyal Toast At any formal event it is common for the Loyal Toast to be made. The toastmaster generally announces this toast as soon as the sweet course has been cleared, but before the coffee/tea is to be served. Staff should ensure before this time that all glasses have been charged (topped up) in readiness for the coming toasts. The Loyal Toast should be announced by the toastmaster and is then normally proposed by the host for the evening, for example, the Chairman or President of an Association. The Loyal Toast is a toast to the reigning monarch: the King/Queen. Example of an order of service for a formal event (table service) 1 The toastmaster announces the luncheon or dinner. 2 Guests proceed to their places in the room. 3 Grace or some other prayer is sometimes said 4 Guests are seated. Chairs pulled out by waiters. 5 The waiters place napkins across the guests’ laps. 6 Water and first wine is served. 7 If first course is not already on the table, proceed to hotplate to collect first course. 8 Line up according to the conventional system (see p.346), top table first. 9 Serve first course – top table waiter to commence service first. 10 All waiters (food) to leave room after each course is served. 11 Take in fish course plates. 12 Clear first course. 13 Second wine is served. 14 Lay fish plates. 15 Take out dirties and collect fish course. 16 Serve fish course. Leave room taking dirty silver. 17 Take in meat plates. 18 Third wine is served. 19 Clear fish course. 20 Lay meat plates. 21 Take out dirties and collect potato and other vegetable dishes. 22 Place on a hotplate on a sideboard or side table. 23 Return to hotplate and collect main meat dish. 24 Present on each table and serve together with sauces if appropriate. 25 Serve accompanying potatoes and vegetables. 26 Leave room taking dirty silver. 27 Continue with a similar process for the remaining courses of the meal through to the beverages. Note: The headwaiter will control all the food waiters at the hotplate although variations on this service may be adopted according to the situation. The headwaiter also controls the exit from the hotplate into the banqueting room. The order of service on the top table at functions, especially very formal occasions, is the one time when the host might be served first or at exactly the same time as the Guest of Honour, should they be seated on different stations. At formal events there may be speeches and toasts. These often take place at the end of
Chapter 11 352 Events a meal. However, it has become more common for these to take place at different times during the meal. Ordering of drinks and wines If required, a bar must be set up in the reception area away from the main entrance, so as to avoid overcrowding in one area as the guests are arriving and being announced by the toastmaster. The bar should be clothed up as a buffet, with the cloth within 1.3 cm (½ in) from the ground in the front, and with both ends boxed in (see Section 7.2, p.239). Keep the rear of the bar open so it may be used for storing extra supplies of drink, glasses and any necessary equipment such as glass jugs, soda syphons, extra ice and so on. Always allow ample working space behind the bar. The back of the bar is generally higher from the ground than the average table and, if no shelves are available for storage purposes, then sometimes smaller tables may be incorporated under the bar to be used for storage. There should always be a good stock of drink, which is generally brought from the cellar approximately 45 minutes before the reception is due to commence. Once the drink is at the bar there should always be one barman on duty at all times. Depending on the event, drinks may be served either ‘cash’ or ‘inclusive’. Whichever may be the case, stocktaking should be undertaken when the service is completed. Where necessary, do not forget to have on hand price lists, till, floats, notices regarding size of measures and liquor licence (if required). When the drinks are to be served on a cash basis, this can very often be a lengthy process. To speed this up there should be wine waiters on duty near the table plan in the reception area together with commis. They should have: ◗◗ menus ◗ table plan ◗◗ wine lists ◗ list of stations ◗◗ check pads ◗ wine waiters’ names. Note: The objective here is to get as many orders as possible for wine to accompany the meal, prior to the meal service commencing. The order should be written in duplicate with the guest’s name at the top of the check to assist in identifying customer’s orders at the tables. One copy should go to the cellar or dispense bar and the duplicate to the correct wine waiter. The order should be prepared by the dispense barman or cellarman and when the wine waiter shows the duplicate he should be given the required order. Do not open the wine until the guests arrive at the table, this avoids wastage if the wrong wine is presented. Red wine should be at room temperature and white wine should be chilled. At a cash reception the wine waiters very often act as lounge waiters and therefore are always to hand to receive any orders in readiness for the service. As for food service, the top table must always be served first with drink. The toasts very often commence immediately the coffee is served. By this stage the wine waiters should have taken all the liqueur orders, served them and collected all the cash outstanding in the case of cash drinks. While the speeches are going on all the food waiters should be out of the room. The wine waiters may circulate if necessary. On completion of the event, and when the food and wine waiters have cleared their stations and the latter returned any floats, they should be paid off or signed out, after returning service cloths, jackets and other equipment provided for the service.
Weddings 353 ●●11.5 Weddings Wedding celebrations are usually of two main types: ◗◗ wedding breakfast ◗◗ wedding reception (buffet). At the initial meeting between the client and the banqueting manager to arrange a wedding breakfast/reception, the approaches are similar to those detailed in Section 11.3 (see p.336). The requirements of the client will depend on the type of wedding breakfast/reception, the number of guests attending and the cost per head to be paid. The type of wedding (civil or religious) will also affect the arrangements and have implications for the specific requirements for the wedding breakfast/reception. Some additional considerations are requirements concerning a wedding cake stand and knife, whether a room should be available for the bride and bridegroom to change prior to leaving the breakfast/reception to go on their honeymoon, whether the wedding presents will be displayed and, if so, how much space will be needed and whether the services of a photographer will be required. The menu may be printed in silver, together with the names of the couple and the date, as the menus are often kept as souvenirs. For a wedding the content of the menu and beverages will be affected by cultural and religious dietary influences, as well as any special dietary needs (see Section 4.4, p.97). Wedding breakfast (banquet) When the wedding breakfast is to be a formal banquet then the details given in Section 11.4 will apply. This includes the same considerations for: ◗◗ seating arrangements Additionally: ◗◗ table plans ◗ time and venue of wedding ◗◗ table layouts ceremony (may be on site) ◗◗ clothing up ◗ due arrival time at venue ◗◗ service organisation ◗ who is providing the wedding ◗◗ staff organisation cake and stand ◗◗ order of service ◗ additional floral arrangements ◗ time for evening reception. In addition to the customary toasts there will also usually be the need to organise the cutting of the wedding cake at the end of the meal, after the tea/coffee has been served. Wedding reception (buffet) Where the reception is to be a buffet then the buffet itself should be placed in such a position that it is on view to all guests as they enter the room, but within access of the service doors for ease of clearing and re-stocking. The buffet should be clothed up so that the buffet cloth reaches within 1.3 cm (½ in) of the floor and both ends should be boxed neatly (see Section 7.2, p.239). The creases along the top and front of the buffet should be lined up. Adequate room should be left between the buffet and wall to allow two people to pass and for any extra supplies and equipment required. If the breakfast/reception is being carried out in a marquee in private grounds then the
Chapter 11 354 Events ground is normally boarded or covered with canvas or a form of corded matting. Behind the buffet and in the service areas duckboards may be used on canvas to avoid walking on wet ground or in mud and carrying it into the main part of the marquee. The buffet itself may be split into three sections for ease of service, as described below. Section Requirements Service of food Should be presented appetisingly and attractively on the buffet with Service of tea the cutlery and crockery required placed in a decorative manner, and coffee conveniently near the service points. Food for replenishing the buffet should be close to hand. The centre of the buffet may be raised in order Service of to show off the dishes to greater effect. alcoholic and non-alcoholic This section should have all the necessary equipment close to hand. This drinks will include teacups and saucers, teaspoons, sugar basins, cold milk jugs, tea and coffee urns and hotplates for the pots of hot milk. The service of beverages does not normally take place until after all the toasts have been completed. It is advisable to allow a little more in quantity than is actually required. This section of the buffet should have all the correct size glasses for the drinks to be served (spirits, soft drinks and mineral waters, cocktails, wines and Champagne), plus ice buckets for the white, sparkling and rosé wines to be chilled, service salvers, waiters’ cloths and all the ancillary equipment required for mixing drinks and cocktails to give the correct form of service. A surplus of glasses should be kept under the buffet in their appropriate boxes. Juices, non-alcoholic and diet drinks should be on hand if required. As an alternative the buffet itself may be used entirely for displaying the food and separate service points may be set up for the service of beverages, both alcoholic and non-alcoholic. This depends upon the exact nature of the function, the room available, number of guests, requirements of the client and the type and amount of drinks to be served. Floral arrangements The floral arrangements are an important aspect of the decoration and help show off the room to best effect. A large floral arrangement should normally be placed near the entrance to be noted on arrival by all the guests. A further large centrepiece of flowers may be placed in the centre of the buffet and other smaller arrangements of flowers placed at intervals around the room on the occasional tables. The final floral arrangements will depend on the cost involved. The front of the buffet cloth may be decorated with some greenery (smilac) of some sort, or some coloured velvet may be draped along in order to take away the plainness of the white buffet cloth. Purpose-made pleating can also be used to enhance the front and overall appearance of the buffet. This pleating may be purchased in a variety of colours. The wedding cake The wedding cake may be used as a separate focal point away from the buffet and should be placed upon its stand with a knife on a special table clothed-up for the purpose. This is a very important aspect of the dressing of the room, as the main formalities of the breakfast/reception take place, at a certain stage of the proceedings, around the wedding cake. It must, therefore, be in full view to everyone in the room. The bride’s and bridesmaid’s bouquets are often placed on the table around the base of the wedding cake,
Weddings 355 together with any telegrams of congratulations that are to be read out by the best man or toastmaster as part of the speeches. Arrangement of the room Occasional tables should be placed at regular intervals around the room and clothed up in a suitable manner. Groups of chairs should be placed around each table, ensuring there is still space left for people to walk around and meet. All the ancillary items required for the efficient service of the meal should be placed upon the occasional tables. Items might include butter, rolls/French bread, side plates, side knives, napkins, sugar basins and tongs, accompaniments for cold meats and salads and ashtrays (depending on the smoking policy of the establishment/ country). Thus, the majority of the staff on duty can be either serving drinks or clearing away items, and not be involved in the service of food which will be done Figure 11.6 A function room laid for a wedding from the buffet by other members of the (image courtesy of Six Continents Hotels) staff or one or two chefs if there is any carving involved. Other requirements The client may request that you arrange for a photographer to be present and this then is a further charge that has to be made; however, it is advisable to leave this booking to the clients to arrange personally. The photographer will usually take photographs of the bride and bridegroom on arrival at the reception, together with a group photo of those in the receiving line, one of the bride and bridegroom cutting the cake and maybe one or two of the buffet while it is complete. Fully attended cloakrooms must be available for all guests on arrival. Staffing The number of staff required will depend on the nature and requirements of a particular event. As a guide, at a buffet-type reception, the following staffing would be required: Brigade: 1 head waiter/banqueting head waiter 1 waiter to every 25–30 covers 1 wine waiter to every 40 covers 1 barman to every 3 wine waiters 1–2 commis for fetching, carrying and clearing 1 chef to every 35–40 guests for service Procedure at a wedding buffet reception 1 Any casual staff required should report approximately one hour beforehand to complete the necessary mise-en-place, to be allocated duties and to be briefed on the procedure to be carried out. 2 If a toastmaster is required, he should arrive approximately 30 minutes before the
Chapter 11 356 Events arrival of the bride and bridegroom to acquaint himself with the room where the buffet is being held and to enquire what his duties will be with regard to announcing the guests on arrival. He must liaise with the best man to discuss the timing of cutting the cake and the toasts and who is to give them. If there is to be a social evening afterwards then the toastmaster may act as master of ceremonies (MC) for the duration of the event. 3 The bride and bridegroom should arrive first. Some photographs may be taken at this stage and an apéritif offered or a glass of Champagne. 4 Immediately following the bride and bridegroom should be the parents of the bride and bridegroom and bridesmaids and/or pages. These people will generally make up the ‘receiving line’ to greet the guests as the toastmaster announces them. 5 All the guests should generally arrive together. Cloakrooms at this stage must be fully staffed. Guests announced by the toastmaster then pass down the receiving line and enter the room. 6 The wine waiters should be placed at strategic points in the reception area for the service of apéritifs or Champagne to the guests as they move on from the receiving line. These trays should be replenished with full, fresh glasses. The wine waiters at the initial briefing should be allocated different sections of the room for service after the reception so as to ensure efficient service for all guests in the room. 7 After the reception the buffet should be open for service. The turnover on the buffet should be quick and efficient to avoid any major delays that may cause congestion. The wine waiter should be going round serving drinks and topping up glasses. An important factor to note during the service of the food and drink is to ensure that there are always some members of staff circulating, keeping the tables clear of any dirty equipment. 8 At the agreed time the toastmaster should announce the cutting of the cake by the bride and bridegroom. Portions of the cake should then be passed around to all guests and Champagne taken round by the wine waiters. When this has been done the toastmaster will begin the toasts. All the principal people concerned should be in a group by the wedding cake or in a central position so they can be seen and heard by everyone present. 9 After the toasts any remaining cake and tiers must be packed, ready to be taken away by the host. The top tier is sometimes kept for a christening. 10 The bride and bridegroom may then change. If required, food and Champagne should be placed in the changing rooms. Here, liaison is required between floor service, housekeeping and banqueting staff to ensure that timing is correct as far as the movements of the bride and bridegroom are concerned. 11 When the bride and bridegroom have left the reception the flowers should be packed up for the host to take away.
Weddings 357 Family line-up to greet guests at a wedding breakfast or wedding reception There are two basic approaches for the family line-up: Approach A Approach B Toastmaster Toastmaster Entrance Entrance 1 Bride’s mother 1 Bride’s mother 2 Bride’s father 2 Bride’s father 3 Bridegroom’s mother 3 Bride 4 Bridegroom’s father 4 Bridegroom 5 Bride 5 Bridegroom’s mother 6 Bridegroom 6 Bridegroom’s father 7 Best man 7 Bridesmaid/Matron of honour 8 Bridesmaid/Matron of honour 8 Best man Note: The best man is responsible for ensuring that everyone leaves the place where the wedding ceremony has taken place and that no one is left behind. He therefore does not always arrive in time for the beginning of the reception. Table arrangement for the top table at a wedding Below is a general arrangement for the seating for the top table. Looking from the front of the table left to right: Approach A Approach B 1 Best man 1 Best man 2 Groom’s mother 2 Groom’s mother 3 Groom’s father 3 Bride’s father 4 Bride 4 Bride 5 Bridegroom 5 Bridegroom 6 Bride’s mother 6 Bride’s mother 7 Bride’s father 7 Groom’s father 8 Matron of Honour/Principal 8 Matron of Honour/Principal Bridesmaid Bridesmaid Procedure for toasts at a wedding Method A 1 Cutting of the cake. 2 While it is being cut the best man may read out telegrams. 3 Pass the cake and Champagne or alternative for toasts. 4 Toastmaster announces a toast to the bride and bridegroom, proposed by the bride’s father or near relation. 5 Response of the bridegroom who also proposes a toast to the best man and bridesmaids. 6 Response of the best man who also replies on behalf of the bridesmaids. 7 Any other toasts: close relative of bride or bridegroom. Method B 1 Pass the Champagne or alternative for toasts.
Chapter 11 358 Events 2 Toastmaster announces a toast to the bride and bridegroom, proposed by the bride’s father or near relation. 3 Response by the bridegroom who also proposes a toast to the best man and bridesmaids. 4 Response by the best man who also replies on behalf of the bridesmaids. 5 Any other toasts: close relative of the bride or bridegroom. 6 Cutting of the cake: telegrams of congratulations read by the best man. Pass cake and more Champagne. ●●11.6 Outdoor catering (off premises catering) The business of an outdoor catering firm should, as far as possible, continue throughout the year to ensure the plant (equipment provided for a particular event) and staff are used to the full. At each event carried out the organiser should aim to give a fully comprehensive sales service, covering not only meals and drinks but also such things as confectionery and snack kiosks. As in event catering the organisation must be planned to the last detail and an initial survey should be exact and thorough. The following points are usually included in the initial survey: ◗◗ type of event ◗◗ date of event ◗◗ any special liquor or other licences or permissions required and when needed to be applied for, and received ◗◗ site and distance from depot/premises ◗◗ local transport ◗◗ local commodity purchase ◗◗ staff recruitment ◗◗ layout of site ◗◗ number of people expected to attend ◗◗ provision for people with special needs ◗◗ availability of water, gas, electricity, drainage and refrigeration ◗◗ spending power of people attending ◗◗ kiosk and stand details ◗◗ time allowed for setting up and dismantling catering units ◗◗ mobile units adaptable to hot and cold food ◗◗ lines of communication to ensure control of staff and continuous supplies ◗◗ photographers ◗◗ press ◗◗ changing room and toilets ◗◗ insurance against weather/fire ◗◗ first aid ◗◗ cost of overheads on a particular site ◗◗ type of service (the one most suited to each particular catering operation will need to be decided), for example: – buffet-style service may be preferred to restaurant service – provision of takeaway meal service in disposable containers – supply of some simple hot dishes – soup, fish and chips, etc. – flexibility of drink service: hot or cold – according to weather
Outdoor catering (off premises catering) 359 ◗◗ washing-up facilities ◗◗ containers supplied for litter and disposable items. Each outdoor catering operation is different and so the main points to be noted during the initial survey will vary. From the basic list shown above it is clear that organisation beforehand is the key to success. The person in charge needs to be decisive, quick- thinking, able to command, adaptable to varying situations and circumstances and, above all, needs to have the respect of the staff working under them. The majority of staff employed at outdoor catering events are taken on as casual staff. This involves a high administration load for the organisers and also the scrutiny checks of the staff must be very thorough to ensure the quality of the personnel. The organisation of outdoor catering events must be very thorough too, because once on site it is often virtually impossible to rectify errors. Any items forgotten or not packed on the transport will have to be gone without. This can affect the success of the event and can also damage the reputation of the service provider.
Chapter 12 Supervisory aspects of food and beverage service 12.1 Legal considerations 361 12.2 Sales promotion 363 12.3 Customer relations 366 12.4 Staffing levels, staff organisation and training 368 12.5 Food and beverage 376 pricing 12.6 Food and beverage 380 revenue control 12.7 Beverage control 391 12.8 Performance measures 399
Legal considerations 361 ●●12.1 Legal considerations There are a wide variety of legal requirements for foodservice operations. These include company law, liquor licensing regulations and employment law. A summary of the key responsibilities of the foodservice supervisor are given below. Health, safety and security There is a common law duty to care for all lawful visitors. In addition establishments must not: ◗◗ sell (or keep for sale) food and beverages that are unfit for people to eat ◗◗ cause food or beverages to be dangerous to health ◗◗ sell food or beverages that are not what the customer is entitled to expect, in terms of content or quality ◗◗ describe or present food in a way that is false or misleading. It is important for a foodservice operator to be able to demonstrate that steps have been taken to ensure good food hygiene (this is called due diligence). A supervisor’s responsibilities include ensuring that: ◗◗ service standards comply with health, safety, environmental and food hygiene regulations ◗◗ there are adequate arrangements in place to ensure the safety, security and well-being of staff and customers ◗◗ periodic risk assessments are carried out and recorded ◗◗ emergency exits are clearly marked and regular fire drills are carried out ◗◗ staff have been trained in fire procedures and how to use fire-fighting equipment ◗◗ staff are aware of evacuation procedures in the event of fires or security risks such as bomb threats ◗◗ health and safety notices are displayed in working areas ◗◗ staff and customers are trained, as appropriate, on correct usage of equipment and facilities ◗◗ food handlers have all been trained in safe and hygienic working practices. Staff responsibilities for health, safety and security are detailed in Section 2.6, p.48. Liquor and other licensing The sale of alcoholic liquor is subject to liquor licensing requirements, which have four key objectives: ◗◗ the prevention of crime and disorder ◗◗ public safety ◗◗ the prevention of public nuisance ◗◗ the protection of children from harm. There are usually requirements for: ◗◗ the display of a summary of the licence, including the days and times of opening, name of the registered holder, licence number and valid date ◗◗ drinks price lists to be displayed ◗◗ restrictions on under-aged persons being served alcohol and employed to serve alcohol ◗◗ requirements for an authorised person to be on site at all times.
Chapter 12 362 Supervisory aspects of food and beverage service Other types of licences may include, for example, licences for music (live or pre-recorded), dancing, gambling, theatrical performance and television display. In all cases the supervisor and the staff should be aware of the provisions and limitations of the licences to ensure compliance. Selling goods by weights and measures All sales of goods by weight or measure should be in accordance with the legislative requirements. This usually requires the following. ◗◗ Display of the prices and the measures used for all spirits, wines, ales and any other alcohol served. ◗◗ Ensuring the food and beverage items for sale are of the quantity and quality demanded by the customer and can include, for example, spirits that have been inadvertently (or deliberately) watered down. This can occur through the use of speed pourers which effectively leave bottles open for long periods of time, leading to evaporation of the alcohol. Equally, if the pourers are washed and then replaced in the bottles when they are wet, the water can become introduced to the spirit and cause a reduction in the percentage of alcohol by volume (abv). Contracts A contract is made when one party agrees to the terms of an offer made by another party. In food and beverage service there are essentially two types of customer: those who pre-book and those who do not (often called chance or casual customers). All foodservice operations should be clear on how they will deal with these different types of customers including: ◗◗ circumstances where the restaurant may seek compensation from the customer if they do not turn up or pay for their meals or services ◗◗ taking care when making contracts with minors (i.e. persons under 18). Selling goods by description It is good practice for the foodservice supervisor to ensure: ◗◗ all food, beverages and services provided are fit for purpose and of satisfactory quality in relation to price and description ◗◗ food, beverages and other services are accurately described in terms of size, quality, composition, production, quantity and standard ◗◗ all statements of price, whether in an advertisement, brochure, leaflet or on the web, or those given by letter or orally in person or over the telephone are clear and accurate ◗◗ food, beverages and other services correspond to their description in brochures/ promotional material ◗◗ times, dates, locations and nature of service promised are adhered to ◗◗ customer billing is fair, transparent and reflects the prices quoted either orally or in writing. Care must therefore be taken when: ◗◗ wording menus and wine lists ◗ describing conditions such as cover ◗◗ describing menu and beverage items charges, service charges or extras to customers ◗ describing the service provision. ◗◗ stating if prices include local and/or government taxes
Sales promotion 363 Avoiding discrimination The foodservice supervisor should be aware of, and work to ensure, that the operation and the staff do not discriminate on grounds of ethnic origin, race, creed, sex or disability. There are potentially three ways in which discrimination can take place. 1 Direct discrimination: for example, refusing service to customers of particular ethnic origin, race, creed, sex or disability. 2 Indirect discrimination: for example, denying consumer services by imposing unjustifiable conditions or requirements that have ethnic origin, sex or disability implications. 3 Discrimination through victimisation: for example, by (a) refusal of provision, that is refusal of admission on the basis of ethnic origins, sex or disability; or (b) omission of provision, that is providing services to ethnic customers that are markedly inferior to those available to the public in general or which may only be available at a price premium. It is the supervisor’s responsibility to ensure that no such discrimination occurs. Providing services Generally a food and beverage operator is under no specific requirement to serve anyone. However, it is important that the supervisor and staff are aware of: ◗◗ circumstances where there may be a mandatory requirement to provide services ◗◗ valid reasons for refusal. Customer property and customer debt Good practice usually means that supervisors need to ensure: ◗◗ proper care is taken of customer’s property so as to minimise potential loss or damage. Notices warning customers of ‘no responsibility’ may help in defence but do not guarantee exemption from liability for the food and beverage operator ◗◗ clear guidance is given on the procedures to follow if the customer is unable or unwilling to pay. Data protection Customers generally have a right to expect that data about them is kept secure and is only used for the published business purposes. The supervisor is generally required to ensure that: ◗◗ information on customers is kept up to date, fairly, lawfully and securely ◗◗ customer information is not passed on to third parties without prior consent from the customer ◗◗ staff are aware of the importance of the protection of customer information and the procedures to follow to ensure it is held securely. ●●12.2 Sales promotion The range of foodservice operations within the hospitality industry was considered in Section 1.1 (p.2). Sectors were identified, based on the nature of demand being met rather than the type of operation. In addition, the factors that affect the customer’s enjoyment of a meal were identified (p.10). This section now considers the various aspects of sales promotion relevant to foodservice operations.
Chapter 12 364 Supervisory aspects of food and beverage service Sales promotion involves activities designed to promote regular sales. It is also concerned with promoting temporary sales to encourage increased business at slack periods such as Mondays, early evenings and during January/February. Examples of such activities include: ◗◗ offering meal (deal) packages, for example, free wine (or a ‘buy one get a second free’ deal), or offering a free soup or starter as part of the meal package ◗◗ developing customer loyalty schemes. Special product sales may also be used to increase sales by promoting particular products such as: ◗◗ festival promotions or links with local, regional or national celebrations ◗◗ wine and spirit or food promotions (possibly in association with suppliers) ◗◗ children’s menus ◗◗ diabetic menus ◗◗ ‘Taste of the Country’ menus, etc. ◗◗ products to complement specific calendar dates, etc. Three types of sales promotion are particularly useful for foodservice operations: 1 Sales promotion through advertising: concerned with contacting and informing the existing or potential market of a business, providing information on the products available and encouraging purchase. 2 Sales promotion through merchandising: related mainly to point-of-sale promotion. Its main role is to improve the average spend per head of the customer. However, it is also used to promote particular services or goods. 3 Sales promotion through personal selling: refers to the ability of the staff in a food and beverage operation to actively contribute to the promotion of sales. Advertising Advertising media includes: ◗◗ Broadcast: radio, television. ◗◗ Print: newspapers – national daily, regional daily, national Sunday, regional Sunday, weekly regional and free distribution. ◗◗ Consumer publications: directories (Yellow Pages, Thompson’s), guides, business publications, executive travel publications, technical and professional publications, journals and other magazines (including local free ones). ◗◗ Other media: commercial transport, terminals and stations, posters, cinema. ◗◗ Postal advertising: direct mail, hand drops. In addition to the above, it is always worth considering the use of mailing lists to advise existing customers of special events, etc. Retaining existing customers is always less costly than finding new ones. Merchandising Merchandising is related mainly to point-of-sale promotion. Its main role is to improve the average spend per head of the customer. However, it is also used to promote particular services or goods.
Sales promotion 365 Examples of food and beverage merchandising tend to be mainly visual, but may also be audio or audio-visual. Food and beverage merchandising stimuli can include: ◗◗ aromas ◗ drink coasters and placemats ◗◗ bulletins/black boards/floor stands ◗ facia boards and illuminated ◗◗ directional signs panels ◗◗ display cards/brochures ◗ menus, drinks and wine lists ◗◗ displays of food and drinks ◗ posters ◗◗ trolleys (sweet, liqueurs, etc.) ◗ tent cards ◗◗ buffets/salad bars, self-service ◗ other customers’ food/drink. counters, bar displays, flambé work, etc. Written/printed merchandising materials should be effective. As well as considering using images, make sure the words used are descriptive and attractive, as shown in the examples below: ◗◗ Describing the freshness of the product: freshly prepared, pure, natural, real, freshly squeezed, hand picked each day, fresh ◗◗ Describing the environment: free range, corn fed, naming a specific location, source or a herd name, stating that foods are from a local market, home grown, or referring to ‘happy animals’ ◗◗ Describing the overall product: local flavour, traditional, warming, inventive use of ingredients, house speciality, signature dish. Note: Care should be taken in using terms such as healthy – what may be part of a healthy diet for one person is not necessarily part of a healthy diet for another (see Section 4.4 p.97 for information on health influences on menus). Personal selling Merchandising stimuli must also be supported by good personal selling techniques. Personal selling refers specifically to the ability of the staff in a food and beverage operation to contribute to the promotion of sales. This is especially important where there are specific promotions being undertaken. The promise of a particular type of menu or drink, a special deal or the availability of a particular service can often be devalued by the inability of the staff to fulfil the requirements as promised. It is therefore important to involve service staff in the formulation of particular offers and to ensure that briefing and training are given so that the customer can actually experience what has been promised. Members of staff will feel more confident about selling if they have information about the products on offer. If staff can tell well they can sell well. Examples of the type of information staff will need to know include: ◗◗ a description of what the item is (food, wine or other drink) and an explanation of how it is served ◗◗ where the produce comes from ◗◗ what the local animals are fed on ◗◗ where the fish are caught ◗◗ where the local fruit and vegetables are grown ◗◗ how the produce is delivered
Chapter 12 366 Supervisory aspects of food and beverage service ◗◗ where and how the local drinks are made ◗◗ what the specialities of the establishment are and their origin. There are various ways of enhancing the product knowledge of staff, such as: ◗◗ arranging for staff visits to suppliers ◗◗ arranging visits to other establishments that use local produce ◗◗ seeking out supplier information ◗◗ allowing staff to taste products ◗◗ arranging for staff to visit local trade fairs ◗◗ organising training and briefing sessions for staff. Within the context of personal selling, the service staff should be able to: ◗◗ describe the food, wines and drinks on offer in an informative and appealing way, that makes the product sound interesting and desirable ◗◗ use the opportunity to promote specific items or deals when seeking orders from the customer ◗◗ seek information from the customer in a way that promotes sales, for example, rather than asking if a sweet is required, ask which sweet is required ◗◗ use opportunities for the sales of additional items such as extra garnishes, special sauces or accompanying drinks, such as a dessert wine with a sweet course ◗◗ provide a competent service of the items for sale and seek customers’ views on the acceptability of the food, drinks and the service. Ability in personal selling is necessary for all aspects of successful food and beverage service. The contribution of service staff to the meal experience is vital. The service staff contribute to the customers’ perception of value for money, hygiene and cleanliness, the level of service and the perception of atmosphere that the customer experiences. Good food and beverage service staff therefore must have a detailed knowledge of the food and beverages on offer, be technically competent, have well developed interpersonal skills and be able to work as part of a team. ●●12.3 Customer relations The importance of interpersonal skills for service staff was highlighted in Section 2.5, p.41 and included information on interpersonal skills associated with different tasks and duties in food and beverage service. Customer relations is concerned with the conditions staff work under which may assist or prevent good standards of interpersonal skills being maintained. There are two aspects to this: firstly, the physical staff conditions and, secondly, the satisfaction or otherwise customers receive from the food and beverage service experience. In order to develop and maintain good customer relations, the supervisor must have the ability to: 1 recognise the symptoms of a deterioration in customer relations 2 minimise the causes of customer relations problems.
Customer relations 367 Some of the symptoms that can indicate customer relations problems are: ◗◗ increasing complaints about products/staff ◗ arguments between staff ◗◗ increasing accidents ◗ poor staff morale ◗◗ mistakes by staff in orders, etc. ◗ breakages or shortages of ◗◗ customers arriving without prior equipment bookings being noted ◗ high turnover of staff. Minimising customer relations problems Below is a series of questions that the supervisor should consider in order to minimise customer relations problems. ◗◗ Why is that member of staff not smiling or being courteous to customers? – If a waiter is not smiling her feet might be hurting and no amount of telling her to smile will change this. Her shoes might be the problem. – In the society in which we live, we are trained from an early age to be polite. We all know how to say ‘please’ and ‘thank you’. In foodservice operations the use of ‘sir’, ‘madam’, ‘please’, ‘excuse me’ and ‘thank you’ is expected. If it is not being done, the supervisor needs to ask: Is the member of staff in the wrong job? If he or she is in the right job, then what is the problem? ◗◗ What are the problems of each department in working with other departments? ◗◗ How does each department’s problems affect the other departments? ◗◗ What are the difficulties that a customer could experience? – For example, lack of information or direction signs. ◗◗ Is the emphasis in the work areas put on the customer? – For example, a barman eating behind the bar takes the emphasis away from the customer. ◗◗ What problems can be solved by physical changes? – For example, staff congregating round a central sideboard will face inwards and not outwards to observe customers. ◗◗ What problems exist because information to customers is insufficient other than that which can be obtained from staff? ◗◗ Are members of staff given enough information about the establishment and locality before they meet customers? ◗◗ Are foreseen problems minimised? – For example, are large parties organised in advance? ◗◗ Are members of staff informed of set procedures for foreseen problems? – For example, running out of food items. ◗◗ Are complaints used as an opportunity to show care for customers? ◗◗ Are there set procedures for dealing with complaints? ◗◗ Are there set procedures for dealing with difficult customers? – For example, customers who are quarrelsome, drunk or non-compliant with establishment requirements such as smoking, dress codes or the use of mobile phones. ◗◗ How can staff be encouraged to identify and propose solutions for their problems?
Chapter 12 368 Supervisory aspects of food and beverage service Customer satisfaction In Section 1.3 (p.10) the factors contributing to the meal experience were summarised. The factors that might affect the customer’s enjoyment of a specific meal experience in a particular operation include the following: ◗◗ welcome, décor and ambience of the establishment ◗◗ level of efficiency shown, for example, has the booking been taken properly, using the customer’s name? ◗◗ location of the table ◗◗ presentation and cleanliness of the menu and drinks list ◗◗ order being taken – recognition of the host ◗◗ availability of dishes/items ◗◗ speed and efficiency of service ◗◗ quality of food and drink ◗◗ courteousness of staff ◗◗ obtrusiveness/attentiveness of staff ◗◗ ability to attract the attention of staff ◗◗ other customers’ behaviour ◗◗ method in which complaints are handled ◗◗ method of presenting the bill and receiving payment ◗◗ departure attentiveness. The supervisor is responsible for minimising potential customer relations problems. They should be as much concerned with the physical aspects of the service as with the way in which the service is operated and with the interpersonal interaction between customers and staff. In food and beverage service operations interaction also takes place with people outside the service areas, such as kitchen staff, bill office staff, dispense bar staff and still room staff. It is important that the provision of food and beverages within an establishment is seen as a joint effort between all departments, with each department understanding the needs of the others in order to meet the customers’ demands. ●●12.4 Staffing levels, staff organisation and training Staff organisation in food and beverage service centres on having sufficient trained and competent staff on duty to match the expected level of customer demand. Level of demand and customer throughput The first step in staff organisation is to determine the expected level of customer demand. This can be done from sales records. As most operations have limitations in the number of customers that can be served at any particular time, it is also necessary to calculate the potential customer throughput. There is a relationship between the volume of customers to be served and the length of time they stay on the premises. The time customers take in different types of operation varies. An indication of these times is given in Table 12.1.
Staffing levels, staff organisation and training 369 Table 12.1 Seating/consumption times in various types of operation Operation Consumption time (minutes) Restaurant 60–120 Carvery 45–90 Popular catering 30–60 Cafeteria 15–40 Wine bar 30–60 Pub (food) 30–60 Takeaway with seating 20–40 Fast food with seating 10–20 There is also a relationship between the volume of customers and the opening times of the operation. For example, in a full service restaurant the seating time of customers might average one and a half hours. If the restaurant is open for four hours, then it might be possible to fill the operation twice. If, however, the opening hours were only two and a half hours, then this would not be possible. Opening times are determined by the consideration of: ◗◗ local competition ◗ staffing availability ◗◗ local attractions, such as a theatre ◗ volume of business anticipated ◗◗ location of the premises, e.g. city ◗ local tradition. centre/country/suburb ◗◗ transport systems Customer throughput in table and assisted service operations Customer throughput can be determined since all customers are usually seated for both table and assisted service methods. For new operations the throughput must be estimated as it is limited by the length of seating time and the opening hours of the operation. For existing operations sales records will provide a guide to potential throughput. Staffing for each service period can then be estimated and allocated to specific jobs. Staffing will also need to be estimated for mise-en-place duties prior to the service period and for clearing following the service period. Thus, a restaurant that is open for two and a half hours at lunchtime may require staff to be on duty for up to five hours. To calculate the total staffing required: 1 Estimate the number of staff required per service period in one week. 2 Multiply the number of staff per service period by the number of hours to be worked in each period. 3 Divide total staff hours by full-time working week hours. This will give the full-time equivalent of number of staff required. 4 Mix part-time and full-time staff hours to cover all service periods. 5 Draw up staff rota, which may need to be on a two- or three-week cycle to allow for days off, etc.
Chapter 12 370 Supervisory aspects of food and beverage service For example: A restaurant opens six days per week for luncheon and dinner; maximum of 80 covers. ◗◗ Volume of customers MT WT F S Luncheon 65 75 85 80 85 54 Dinner 85 90 120 140 135 160 ◗◗ Opening times Luncheon 12.30 p.m. to 2.30 p.m. Last order 2.00 p.m. Dinner 6.30 p.m. to Midnight Last order 11.30 p.m. ◗◗ Staff time 11.00 a.m. to 3.00 p.m. (4 hours) 6.00 p.m. to 1.00 a.m. (7 hours) The number of staff to each service period can now be calculated. For this example the staffing and staff calculations might be estimated as: Service M T W T F S S Total Total number of working staffing staffing hours Lunch 3 44443- 22 88 (22 staff 3 4 hours) Dinner 4 56778- 37 259 (37 staff 3 7 hours) Total number of staff hours for the week 347 (88 1 259) Number of full-time equivalent staff 10 (347 hours 4 35 hours) (at 35 hours per week) As the numbers of staff for each service period have been calculated, a working time rota can be drawn up. In this example the full time equivalent staffing is 10. Mixing full- and part-time staffing could mean that this operation might employ, for example, five full-time staff working 175 hours (5 staff 3 35 hours) with the rest of the required 172 working hours (347 hours – 175 hours) being covered by overtime and/or part-time staffing. Similar approaches for estimating staffing requirements exist for the other service method groups although the calculation of throughput differs, as indicated below. Customer throughput in cafeteria operations There are five factors that influence potential throughput in cafeterias: ◗◗ Service time: the time it takes each customer to pass along or by the counter and reach the till point. ◗◗ Service period: the time the cafeteria is actually serving. ◗◗ Till speed: the time it takes for each customer to be billed and payment taken. ◗◗ Eating/seating time. ◗◗ Seating capacity.
Staffing levels, staff organisation and training 371 The main criterion is seating capacity. The speed required in the queue is determined by the seating capacity and the average seating time. For example, if there are 186 seats and the till speed is nine customers per minute, it will take 20.66 minutes to fill the cafeteria. If the customers’ seating time is 20 minutes, then the cafeteria will be filled just after the first customers are leaving. A faster till speed will mean that the last customer through the till will have nowhere to sit. Too slow a till speed will mean the cafeteria is not being fully utilised. For one till, four to six people per minute is a maximum. Assuming the service period is to be one hour, this cafeteria will be able to provide service as follows: 55 minutes (60 minutes less 5 minutes service time) 3 9 (people per minute till speed) 5 495 people. The cafeteria would need to be open for 1 hour 20 minutes (1 hour service period and 20 minutes for the last person to finish eating). To calculate the seating capacity of a cafeteria required to serve 200 people in one hour, with a service time of 5 minutes and an average seating time of 20 minutes: Example 1 All customers will need to be served in: 60 minutes (opening time) less 20 minutes (seating time) less 5 minutes (service time)0 5 35 minutes (service period) The number of seats required will be: 200 (people) 3 20 (minutes seating time)/35 (minutes service period) 5 114. 25 seats There will need to be 115 seats in the cafeteria. The till speed will need to be: _2_0_(_m_i_n_1u_1t_e5_s(_ ss_eea_a tt_isn_) _g_t_im __e_) 5 5.75 people per minute Example 2 If the seating time is reduced to 15 minutes then all customers will need to be served in: 60 minutes (opening time) less 15 minutes (seating time) less 5 minutes (service time) 5 40 minutes (service period) The number of seats required would then be: _2_0_0_(_p_e4_o0_p_(lem_)_i3n_ u_1t_e5_s_(sm_e _riv_n i_uc_ete_ps_ es_ er_iao_tid_n)_g _ t_im__e_) 5 75 seats This is 40 fewer seats than required in Example 1, which represents a considerable saving in seating provision. Till speed will reduce to: _1_5_(_m_i_n_u7_t5_e_s( _sse_eaa_ tts_i)n_ _g_t_im __e_) 5 5 people per minute
Chapter 12 372 Supervisory aspects of food and beverage service Hence the service speed will also reduce which may mean a saving in staffing. Generally, if the seating time is greater than the service period then the actual number of seats will need to equal the total number of customers. If the eating time is less than the time it takes to serve all the customers then the number of seats may be less than the actual number of people to be served. However, the queue may need to be staggered to avoid excessive waiting before service. Customer throughput in single point service operations Customer throughput in single point service operations may be determined by looking at the records of till transactions. The increase or decrease in the service that is required is provided for by increasing or decreasing the number of till points available at different times (or in the case of vending, additional machines). If seating areas are provided then similar calculations as for cafeterias (see above) can be carried out. The percentage of the customers using the seating facilities will also need to be known. Customer demand in specialised service For hospital and airline tray methods there is a limitation on the number of customers that can be accommodated in beds or in aircraft seats. For other forms of specialised service methods there are records or estimates of potential take-up of services in specific locations, such as hotel rooms, lounges and home delivery. Daily duty rota The object of a duty rota is to ensure that all the necessary duties are covered in order that efficient service may be carried out. The exact nature of the duty rota will vary according to the type of establishment, the duties to be performed, the number of staff, staff time off and whether a split/straight shift is worked. Figure 12.1 gives an example of a daily duty rota for pre-service duties for a table service operation and shows how they may be allocated. 1.6.10 2.6.10 3 4 5 6 7 8 9 10 11 12 13 14.6.10 Waiter Task No. 6 5 4 3 21 1. Menus A 1 11 10 9 8 7 7 6 5 4 32 2. Restaurant cleaning B 2 1 11 10 9 8 8 7 6 5 43 3. Linen C 3 2 1 11 10 9 9 8 7 6 54 4. Hot plate D 4 3 2 1 11 10 10 9 8 7 6 5 5. Silver E 5 4 3 2 1 11 11 10 9 8 7 6 6. Accompaniments F 654321 1 11 10 9 8 7 7. Sideboard G 765432 2 1 11 10 9 8 8. Dispense bar H 876543 3 2 1 11 10 9 9. Still room I 987654 4 3 2 1 11 10 10. Miscellaneous J 19 9 8 7 6 5 5 4 3 2 1 11 11. Day o K 11 10 9 8 7 6 CLOSE D CLOSE D Figure 12.1 Example of a daily duty rota
Staffing levels, staff organisation and training 373 A duty rota also provides the basis for staff training. Detailed lists are drawn up for all the tasks and duties that must be covered. These task and duty lists will also identify the standards that are to be achieved for the operation. Staff training Training may be defined as the systematic development of people. The general objectives of training are to: ◗◗ increase the quantity and quality of output by improving employee skills ◗◗ reduce accidents ◗◗ increase the return to the employee in personal rewards, such as increased pay, recognition and other benefits which the employee wants from the job ◗◗ make the operation more profitable by reducing the amount of equipment and material required to produce or sell in a given unit ◗◗ make it possible for the supervisor to spend less time correcting mistakes and more time in planning ◗◗ minimise terminations of employment because of inadequate skills ◗◗ improve morale and achieve a more satisfactory working environment ◗◗ enable new employees to meet their job requirements and enable experienced employees to accept transfers, adapt to new methods, increase efficiency and adjust to changing needs ◗◗ encourage willingness, loyalty, interest and the desire to excel. Terms used in staff training Job All the tasks carried out by a particular employee in the completion of prescribed duties, within the setting of a particular working environment. Job analysis The process of examining a job to identify its component parts and the circumstances in which it is performed. This would normally require an examination of: ◗◗ the purpose of the job – what it exists for and what key results are expected from it ◗◗ the setting of the job – the physical, organisational and social conditions of the job ◗◗ the main tasks that have to be performed in order to achieve the results – what the employee does ◗◗ the resources or facilities available to the employee – what people, equipment, services, etc., he or she can call upon. Job description A broad statement of the purpose, scope, duties and responsibilities of a particular job. This would normally include the following: ◗◗ job title ◗ for whom responsible ◗◗ purpose and scope of job ◗ main duties ◗◗ to whom responsible ◗ main characteristics and working ◗◗ place of work conditions ◗ key performance measures.
Chapter 12 374 Supervisory aspects of food and beverage service Task An identifiable element of a job, by means of which a specific result is achieved. Task identification The process of identifying, listing and grouping the tasks that make up a job. Task analysis The detailed and systematic examination of the skills used by an experienced worker in performing a task to the required standard. Job specification A detailed statement of the tasks involved in a job, the standards required and the corresponding knowledge and skills involved. Syllabus A statement of what a trainee needs to learn, based on the comparison between the job specification and his or her present knowledge and competence. Training programme A broad outline of training that indicates the stages or sequence of the training and the time allowed for each part. Training manual This is a guide for the training of staff and trainees that specifies the points to be covered in training, standards to be achieved, methods of instruction to be used, equipment and materials required, forms and records to be kept and any tests or targets which have to be achieved. These manuals are sometimes called ‘Standards of Performance Manuals’. Training programmes and the role of the supervisor The advantages of clear and thorough training programmes include: ◗◗ identification of standards of performance ◗ more efficient working required ◗ clearer responsibilities for staff. ◗◗ improved ability of staff ◗◗ a means of measuring ability The role of the supervisor in training is to: ◗◗ ensure that staff are competent to carry out the duties required of them ◗◗ ensure that legal and company requirements are met (for example, no staff under 18 to work with dangerous machinery) ◗◗ develop and train staff as required ◗◗ develop existing staff to train others ◗◗ identify training needs of staff, now and in the future ◗◗ develop the necessary skills to achieve the list of advantages of well-produced training programmes described above. What is a training need? A training need is present when there is a gap between: ◗◗ the knowledge, skills and attitudes displayed by people in their jobs, and ◗◗ the knowledge, skills and attitudes needed for them to achieve the results the job requires, both now and in the future.
Staffing levels, staff organisation and training 375 Identifying training needs In order to systematically determine what the training needs of the operation are, it is necessary to find specific answers to the questions listed below. Present needs The first action is to examine the current staffing position and determine where the immediate training needs are. This includes consideration of the following: Staffing ◗◗ What staffing does the establishment currently have? ◗◗ Where do they fit in? ◗◗ How long do they stay and why? ◗◗ Where do they come from? ◗◗ How are they chosen? ◗◗ How many new people are recruited and how often? Agreed job descriptions ◗◗ What do the members of staff do in theory and in practice? ◗◗ Do they know clearly what they have to do? Standards and performance ◗◗ What results and standards are expected from the staff? ◗◗ Are the staff aware of these? ◗◗ How well do they meet the requirements? ◗◗ What prevents these requirements from being met? Present training ◗◗ How do members of staff currently learn their jobs and from whom? ◗◗ How well do they learn? ◗◗ How quickly do they learn? Key problems ◗◗ Are there any special difficulties: – in the skills people have to learn – in the circumstances under which they work – in organising training? Resources ◗◗ What training facilities exist within or outside the organisation that can be used or developed? Future needs Any change brings a training need with it. It is therefore necessary to ask questions in order to find out what future training will be needed, for instance: Normal staff changes and development ◗◗ What is the age range of the staff? ◗◗ What posts are likely to have to be filled due to: – retirement – normal replacements – transfers?
Chapter 12 376 Supervisory aspects of food and beverage service ◗◗ Is anyone earmarked for promotion? ◗◗ What potential for promotion is there? ◗◗ What plans are there for craft or other trainees? Other changes ◗◗ What plans, if any, are there for: – expansion – new equipment – new working methods? ◗◗ How will existing jobs have to be altered to meet these changes? ◗◗ What further training will existing staff need? ◗◗ Will new staff be required? Induction training Induction training must be given to all new members of staff and should cover such things as: ◗◗ health, safety and security policies and procedures ◗◗ company employment policies and procedures (related to grievance, disciplinary, sickness, holidays, periods of notice, etc.) ◗◗ organisation of working department including duties of colleagues ◗◗ other departments – their role and responsibilities ◗◗ where things/people are ◗◗ duty rota. Planning training The contents of this book are based upon an operations hierarchy which is used to identify tasks and duties in food and beverage service operations. These tasks and duties are summarised in the master reference chart shown on pp.viii–x. This identification of tasks and duties forms the basis of the content of this book. For individual operations a similar list of tasks and duties can be drawn up that are specific to that particular operation. The set of tasks and duties, when compiled, are then analysed to identify specific knowledge, skills and attitudes required for each task. In other words, each task and duty is defined and standards of performance identified. Existing members of staff are then assessed against these criteria. The gaps are the training needs and plans should then be drawn up to carry out the training that is required. ●●12.5 Food and beverage pricing The relationship between revenue, costs and profits For a foodservice operation there is a relationship between the costs of running the operation, the revenue that is received and the profit that is made. In foodservice operations there are three elements of cost: 1 Food or beverage costs: often called cost of sales. 2 Labour: wages, salaries, staff feeding, uniforms. 3 Overheads: rent, rates, advertising, fuel.
Food and beverage pricing 377 There are also two types of profit: Food and beverage costs Cost of sales 1 Gross profit: Total revenue less cost of sales. Labour costs ⎫ 2 Net profit: Gross profit less both labour Overhead costs ⎪ Net pro t ⎪ costs and overhead costs. ⎬ Gross pro t ⎪ In foodservice operation sales or revenue is ⎪ always equal to 100 per cent. Therefore, the ⎭ relationship between the elements of costs Revenue 100% and profits in foodservice operations may be Total sales £ seen as shown in Figure 12.2. Thus all elements of cost and profits in a Figure 12.2 Summary of the relationship foodservice operation are always calculated between revenue, costs and profits in as a percentage of the total sales figures. foodservice operations In many retail operations, the cost of sales figures are take as 100 per cent so the gross profit percentage is worked out as a percentage of the cost price. Note: In kitchen operations gross profit is sometimes called kitchen percentage or kitchen profit. Price, cost value and worth Price is that element of the meal experience that also relates to value. Price is also directly related to profitability. However, price is also flexible and can be changed relatively easily, thereby changing value perceptions and possibly changing profitability. Although values are attached to various food and beverage products because of the perception of the customer needs they can satisfy, the ability to realise those goals is dependent on the customer’s ability to pay. But this is not just about having the required amount of money. Customers also make choices by considering their view of the relationship between price, cost, worth and value: ◗◗ Price is the amount of money required to purchase the product. ◗◗ Cost includes in addition to price the cost of not going somewhere else, the cost of transport and time, the cost of potential embarrassment, the cost of having to look and behave in a required manner and the cost in terms of effort at work to earn the money to pay the required price. ◗◗ Worth is a perception of the desirability of a particular product over another in order to satisfy a set of established goals. ◗◗ Value is not only the personal estimate of a product’s capacity to satisfy a set of goals; it is also a perception of the balance between worth and cost. Good value for a food and beverage operation is where the worth is perceived as greater than the costs, and poor value is where the costs are perceived as greater than the worth. Prices should always be set in relation to the quality and value perception that operators want the customers to have. A high-priced product might be perceived as either good quality or a rip-off, and a low-priced product as poor quality or good value, indicating that it is more than just the cash price that determines value, but rather the price and the other costs relative to the perceived worth.
Chapter 12 378 Supervisory aspects of food and beverage service It is good practice to establish a price range within which the customer will be prepared to pay. The foodservice operator can also establish the price range within which the operator is prepared to offer the food and beverages and other services. The overlap is the range available to the foodservice operator to work within. Setting prices within ranges, which the consumers will pay, should also be undertaken with reference to the particular market segment and type of operation. Market research can determine a range within which families travelling on motorways, for example, are prepared to stop and pay for food and drink, and will also be able to determine a price range for a particular menu item. The information to be gained from researching customers’ attitudes and behaviour towards price will always show that the lowest price is far from being the only consideration for customers. The importance that a customer attaches to the five elements of the meal experience (see p.10) will change depending on the type of experience they are undertaking at the time. Thus the importance of price to the customer for different experiences also changes, as indicated in Table 12.2. Table 12.2 Possible meal experience factor rankings for different meal experiences Type of meal experience Possible ranking of meal experience factors Night out Atmosphere Gourmet event Food and drink Service Cheap meal Price Cleanliness and hygiene Civic banquet Food and drink Service Atmosphere Cleanliness and hygiene Price Price Food and drink Cleanliness and hygiene Service Atmosphere Service Atmosphere Food and drink Cleanliness and hygiene Price Pricing policies Various pricing methods are available to foodservice operators, but whichever methods are used, the foodservice operator should always have a clear pricing policy or objective in mind. These pricing objectives might include the following: ◗◗ Sales volume maximisation, where the pricing objective is to achieve the highest sales possible. ◗◗ Market share gain, where the objective is to increase the number of customers relative to the total possible market and the competition.
Food and beverage pricing 379 ◗◗ Profit maximisation, where the pricing objective is to achieve the highest profit possible. ◗◗ Market penetration, where the pricing objective is to move from a position of a zero or low market share to a significant market share. Once a clear pricing policy has been established, the pricing methods most suitable can be drawn from the various methods available; this is often a combination of a range of the various pricing methods. Pricing methods for foodservice operations Pricing methods used by operators vary in their appropriateness and sophistication. The main various pricing methods for foodservice operations are described below. Cost plus This is the most common method. The ingredient cost is established – not always very accurately – and the required profit (referred to as gross profit) is added. The result is a selling price that gives the operator the required profit for that dish (although it should be noted that this required profit would only be realised when that dish is actually sold). This method is attractive because of its simplicity but it ignores price sensitivity and demand (price is a determinant of demand) and that value for money must be factored into the pricing decision. It also makes the assumption that the required profit can be established by making it a set percentage of the selling price (often between 65 and 75 per cent); fails to account for different restaurant types and different menu categories; and does not take into account that each dish/beverage is only part of a collection of items purchased to produce the meal experience. Where this method is applied, differentiated percentages are used so that low cost starter items earn proportionately more gross profit than higher cost main course items. Prime costing methods These methods attempt to factor in the labour cost of a dish, and actual cost pricing attempts to include fixed and variable costs as well as labour. These additional costs are also established as a percentage of the final selling price (e.g. labour at 25 per cent and variable costs at 10 per cent). These methods are flawed in the same way as cost plus: labour is a factor related to the time needed to prepare a dish, not to the value of the ingredients used to prepare it; no account is taken of volume of business or item popularity in assessing the labour content of a dish, therefore not taking into account economies and diseconomies of scale; and allocating fixed and variable costs to each menu item should at least be related to the volume of each dish sold rather than a fixed percentage figure to be used for each menu item. Backward pricing This attempts to match costs to a price previously established for a desired potential market. This market-driven approach – which is not really backwards – is a good starting point in new product development but it is still difficult to establish the necessary gross profit, ingredient and labour costs. Care must also be taken to avoid the problems of using percentages. However, identifying what the customer is prepared to pay for a particular product and investigating whether the operation can provide the product, profitably, at that price may avoid an operation being created that is never going to be profitable.
Chapter 12 380 Supervisory aspects of food and beverage service Rate of return pricing This method tries to establish price based on a forecast of sales and costs and may be used to produce a break-even matrix for the operation. This approach may help give a guide to the price range but will not in itself establish individual selling prices. Profit-per-customer pricing This establishes the total profit required and allocates this to a forecast demand resulting in an average profit per customer. This ‘profit’ is then added to the material and/or other costs to produce a selling price for each dish. Again, this may be used to produce a break-even matrix, but caution should be exercised because profit is a factor of demand, which is a factor of price, which is a factor of demand, and so on. However, as with backwards pricing described above, relating the required profitability of an operation to a given level of demand and within a price range that the customer is likely to pay can be used to determine whether the operation can in fact ever be successful. Elasticity pricing This asks how sensitive a market is to price changes. In order to determine menu prices the operator will try to determine the effect a price change may have on demand. It should be remembered that it is possible to increase demand and profitability through price decreases. It is very difficult to predict market responses to price changes, but considering elasticity may inform the pricing decisions. Competition pricing This is copying the competitors’ price. However, there is no guarantee that the cost structure of any competitor offering a similar product will be similar, so a particular market price may produce higher or lower profits. Copying the competition may also take the form of discounting, premium promotions, happy hours, special meals, free wine and children’s toys. All of these are short-term tactics, which can lead to increasing costs and fierce price-based competition. ●●12.6 Food and beverage revenue control A control system covering the sale of all food and beverages in a foodservice operation is essential to maximise returns. The type of control system used will vary from one operation to another. In a large establishment a control and accounts department will be in overall charge of the efficient running and working of the control systems used. In a smaller establishment this may be managed by an assistant manager, who will personally carry out the necessary daily and weekly checks. All control systems should be as simple as possible, making it easier for the food and beverage service staff to operate, and for the control and accounts department staff to check for any errors and omissions and have them rectified. Purpose of a revenue control system A control system essentially monitors areas where selling takes place. ◗◗ There must be efficient control of all food and beverage items issued from the various departments. ◗◗ The system should reduce any pilfering and wastage to a minimum.
Food and beverage revenue control 381 ◗◗ Management should be provided with any information they require for costing purposes and so that they may estimate accurately for the coming financial period. ◗◗ The cashier should be able to make out the customer’s bill correctly so that the customer is neither overcharged nor undercharged. ◗◗ The system should show a breakdown of sales and income received in order that adjustments and improvements may be made. The main control methods in use in foodservice establishments are: ◗◗ Order taking methods (see Section 6.4, p.204). ◗◗ Billing methods (see below). ◗◗ Sales summary sheets (see p.390). ◗◗ Operational statistics (see Section 12.8, p.399). The process of food and beverage revenue control is summarised in Figure 12.3. This chart is based upon the triplicate method for food and the duplicate method for the dispense bar. The chart indicates that all top copies go to the dispense points (bar, kitchen) and follows the flow of information through until top and second copies are matched up by control. Food and Top copy Kitchen Top copy Control beverages service Food items a er service box area BeveTroapgecsopy 2nd copy Food or drink Bill Bill and payment Receipted bill Top copy Dispense bar Top copy–a er service Control 2nd copy–duplicate bill–summary sheet Marry all duplicates Cashier with originals–bills and summary sheet Figure 12.3 Flow chart of food and beverage checking system Billing methods The seven basic billing methods are described in Table 12.3. Bill as check When a customer requires the bill, the waiter checks everything is entered on the duplicate copy of the food and drink check and then totals the bill. It is then presented to the customer. One of two methods of payment may now occur. The customer may pay at the cash desk on the way out, or pay direct to the waiter who will give any change if payment is made by cash. The cashier usually keeps a copy of the bill on payment and the customer gets a receipt and a copy of the bill if requested. Depending on the system used, a waiter may enter the details of their bills from the stubs on their check pads into an account slip. This account slip plus the stubs and payments received are then passed on to the control and accounts department who marry them all up.
Chapter 12 382 Supervisory aspects of food and beverage service Table 12.3 Billing methods Method Description Bill as check Separate bill Second copy of order used as bill Bill with order Bill made up from duplicate check and presented to customer Pre-paid Service to order and billing at same time, for example, bar or takeaway Voucher service methods No charge Customer purchases ticket or card in advance, either for specific meal or Deferred specific value Customer has credit issued by third party for either specific meal or specific value, for example, a luncheon voucher or tourist agency voucher Customer not paying – credit transaction Refers to, for example, function catering where the bill is to be paid by the organiser, or customers who have an account Note: All billing methods are based upon these seven concepts. The main systems used to support these methods and the different payment methods are described on pages 384 to 390. If the waiter makes out and presents the bill to the customer, who then pays the cashier on leaving the establishment, then the cashier will draw up a daily summary sheet or analysis sheet. This shows the daily takings and also an analysis sheet showing each individual waiter’s takings. Control is effected by the control and accounts department marrying up the checks used to order food and drink from the bars, stillroom and kitchen against the bills issued by each waiter. Separate bill This billing method is usually run in conjunction with the duplicate or triplicate Figure 12.4 Electronic point of sale billing and payment system checking system. On receiving the duplicate copy of the food check from the waiter, the cashier opens a bill according to the table number on the food check. All the sets of manual bills are serial numbered for control purposes. The number of an electronic bill is recorded as it is opened. The cashier enters the items ordered onto the bill together with the prices, as checks are received from the food or wine waiters. When this is done the bill and duplicate checks are pinned together (with electronic systems only the checks are pinned together) and may be placed into a
Food and beverage revenue control 383 special book or file that has its pages numbered according to the number of tables in the foodservice area. As further checks are received the items are entered onto the bill and the checks then stored with the others for that table. When the customer requests the bill, the waiter must collect it from the cashier who must first check that all items are entered and priced correctly and then total it up. The top copy of the bill is presented to the customer, on a side plate and folded in half, or in a bill folder. On receiving the necessary payment from the customer, the waiter returns the bill and payment to the cashier who will receipt both copies of the bill and return the receipted top copy plus any change to the waiter. The waiter then returns this to the customer. The receipted duplicate copy with the duplicate checks pinned to it is then removed from the special book or file and put on one side until service is completed. Bill with order This billing method may take a variety of forms depending upon the requirements of the establishment and the depth of management control information required. See also Section 6.4 – ‘Menu order and customer bill’ (p.209) and ‘The single order sheet’ (p.209). This principle of billing may also be used in bars where the customer’s order is rung up as requested on a pre-set (electronic) keyboard. Here, each key relates to a specified drink and its cost. A visual display unit (VDU) shows the customer the order as it is rung up and the prices being charged. When the order has been completed, the total sum owing is displayed. On receipt of cash for the order dispensed, the VDU displays the change to be returned to the customer. A receipt or itemised bill can be printed out for the customer if required. This system speeds up the process of billing to the customer and allows specific control over payment received, and change given where appropriate, as well as controlling all stock items held. Pre-paid This billing method happens when pre-payment is required for a specific occasion or event. The organiser must determine the exact number of customers prior to the event. Upon arrival at the event, admission and/or the receipt of food or beverages is obtained by the customer handing in a ticket or card. Voucher This method involves a customer being issued credit by a third party. This could be by his or her employer, in the form of a luncheon voucher. A luncheon voucher can be exchanged for like goods, food and non-alcoholic beverages to the maximum value indicated on the voucher. Should the goods requested come to less than the sum shown on the voucher, no cash may exchange hands to make up the difference to the purchaser. However, should the cost of the goods requested exceed the sum shown on the voucher, then the customer must pay the difference to the supplier of the goods. Other types of credit vouchers may be issued to a specific value, to be given in exchange or part exchange for goods or services received. The supplier of the goods or services then uses these credit vouchers as the basis of the claim for the payment owing from the employer, firm or agency that issued them. No charge If no charge is to be made to a customer receiving goods or services, he or she should be asked only to sign for the goods and services received and the bill should then be
Chapter 12 384 Supervisory aspects of food and beverage service sent to the firm or company supplying the hospitality. In some instances the customer will be required to show some type of official form or letter authorising the provision of the service. This method of billing is also used if the establishment, for whatever reason, decides not to charge the customer. This is called ‘comping’. The procedure is the same but in this case the bill is sent to the person who authorised the comping. Deferred/account billing In deferred or account billing a service has been requested by an individual, firm or company, which has been confirmed and taken place. The bill for the total services provided is then sent after the event to the organising person or body for payment. Payment in this manner often relates to special party bookings or events. This method of payment is also available to customers who have accounts with the establishment, where an invoice for payment is sent to the customer, usually once a month. In these cases the customer is normally presented with the bill to sign, before the bill is sent to the control department for adding to the customer’s account. This arrangement is similar to those for the resident guests of an hotel. Systems for revenue control The four basic methods for order taking are identified in Table 6.1 (p.204). The seven basic methods of billing are identified in Table 12.3 (p.382). The systems that are used to support the various order taking and billing methods are summarised below. ◗◗ Manual systems: using hand-written duplicate or triplicate checks for ordering from kitchen and bar and for informing the cashier. Often used with a cash till or cash register. This system is found in many high class restaurants and in popular catering. ◗◗ Pre-checking system: orders are entered directly onto a keyboard that then prints each order check with a duplicate and retains a record of all transactions. The keyboard may be pre-set or pre-priced. This system may be found in many full-service restaurants and in popular catering. ◗◗ Electronic cash registers: allows for a wider range of functions including sales analysis. ECRs may be installed as standalone or linked systems. These systems are found in store restaurants, cafeterias and bars. ◗◗ Point-of-sale control systems: have separate keyboard terminals in the various service areas, which are linked to remote printers or visual display units (VDUs) in the kitchen, bar, etc. The terminals can be fixed or set in docking stations for hand-held use. In hotels, this equipment may also be linked to the hotel accounting systems. This system is also found in many modern restaurants. ◗◗ Computerised systems: enable a number of serving terminals, intelligent tills and remote printers to be controlled by a master unit compatible with standard computer hardware. Depending on software, the functions may also include a variety of performance measures such as planning and costing, sales analysis, gross profit reporting, stock control, re-ordering and forecasting, VAT returns, payroll, staff scheduling and account information. These systems are often found in hotels, fast food and chain restaurants. ◗◗ Satellite stations: remote terminals linked by telephone to a central processor to enable sales performance to be analysed (usually overnight) and reported back. These systems are found in fast food and chain restaurant operations.
Food and beverage revenue control 385 Electronic point of sale control (EPOS) The more sophisticated of the systems (point-of-sale, computerised and satellite) provide for increasingly efficient service at the point of sale, as well as improving the flow and quality of information to management for control purposes. The advantages will vary from one system to another, but may be summarised as follows: ◗◗ Fewer errors: sales information entered will be more accurate because mistakes in the sequence of entries required for a particular transaction are not permitted. Automatic price look-up or pre-set keys are available rather than the potentially less reliable manual entry. ◗◗ Faster processing: transactions can be processed more quickly and this may be achieved by: – the automatic reading of price tags using a hand-held wand or moving the item over a fixed reader set in a counter top – single key entry of prices – eliminating any manual calculation or handwriting by the assistant. ◗◗ Training time: may be reduced from days on the conventional cash register to hours with the electronic systems. This is because many systems have a sequencing feature, which takes the user through each transaction step by step, giving instructions on a VDU. ◗◗ Instant credit checking: a customer’s credit rating can be checked by having terminals compare the account number with a central computer file or through online connections to card providers. ◗◗ Detailed management information: electronic systems provide more direct information in a computer-readable form. This improves both the detail and quality of computerised stock control and accounting systems and makes them more economic for relatively small establishments. ◗◗ Additional security features: includes such things as: – locks which permit the ECR to be operated only by authorised personnel and totals that can only be altered and reset by supervisors and managers – not disclosing at the end of the day the sum of the receipts that should be accounted for. ◗◗ Advanced calculating facilities: systems can be programmed to calculate the total price when a number of items of the same price are purchased, there are a number of items at various prices or if VAT has to be added. ◗◗ Improved printouts: in terms of quality and the amount of information contained on the customer’s receipt. This may also include facilities where: – receipts may be overprinted with sales and VAT – both alphabetic and numeric information can be presented in black and white or colours – the receipt can contain the names of the goods purchased as well as, or instead of, a simple reference number. ◗◗ Improved appearance: modern systems are styled to fit in with the décor of present day foodservice environments. Individual foodservice operators will determine which system best suits their needs and gives them the information they require.
Chapter 12 386 Supervisory aspects of food and beverage service The cashier Before the start of service the cashier should have made all relevant checks and have the required materials to hand. Each establishment will have its own procedure but will generally include the following: ◗◗ Check the float: if it is incorrect follow the company procedure. ◗◗ Ensure the cash drawer is properly organised with notes and coins in the relevant compartments. ◗◗ Ensure there are enough credit/debit card vouchers, till rolls, promotional items, bill folders, stapler or paper clips and pens, etc. The cashier’s duties for table and assisted service may be summarised as follows: ◗◗ issuing and recording of check ◗ receiving payments (which may pads include cash, credit card and ◗◗ maintaining cash floats cheque payments as well as ◗◗ preparation of customer bills luncheon vouchers or other forms ◗◗ maintaining copies of the food of prepaid voucher) and wine orders together with ◗ receiving all check pads back the bills in case of server or ◗ ensuring payments are balanced customer queries with manual or electronic sales ◗◗ counter-signing spoilt checks summaries ◗ delivering the reports and payment to the control department. In some operations the individual servers may take payments. Cashiers on cafeteria checkouts may have similar duties but excluding the tasks involving checks. Where services are provided to residents in hotel lounges and in room service, payment might not be taken at the same time. Therefore, all bills must be signed by the resident Figure 12.5 Example of a bill
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